Saturday, November 27, 2010

VIRTUAL TEAMING -- CAPT AJIT VADAKAYIL

this 21st century has just begun and lot of companies are boasting of their flat organisational structures (with hierarchy still deeply entrenched!).

in my vision for the next century i see the need for the management structure to be perfect like the nervous system of the human body—

this is the ultimate form of management as the human body is the most complex structure you can ever imagine—what could be more complex that the micro-science of human senses or DNA ?

we now move from flat to unreal structures ( patience ulysses! , i will explain your tool value later ) -- or for the matter virtual teaming.

a virtual team ensures the best minds work on a project from their unique vantage points regardless of where they reside and they are all afforded a level field.

brilliant minds do not care to play on a tilted playing field—whether to their advantage or not. it is realised that sometimes difficult topics are not best addressed face to face as in a office meeting. the member ship of the virtual team is dynamic, it shifts in response to changing project needs as usual in ship management.

before i proceed further let me recapitulate what a ordinary team is—individuals in a team share a common goal ( like a football team ) and depend on one another to achieve that goal. nothing can be achieved individually—no one man show is possible.

in this technologically switched on , modern age , it is impossible to get highly qualified people under one roof especially if they are not financially vulnerable and if they are loathe to sacrifice their personal values and private lives. these people of high autonomy and self direction may be unwilling to uproot and relocate their family . for their priorities might be in their children's education or family happiness . or maybe they do not care for the all too familiar dog eat dog office politics—i will come back to this later as a DC .

this nonsense of location restriction in a high tech age is done away with. virtual teaming affords them the much needed flexibility of balancing their personal and professional lives. any team LOVES to work with people having expertise in their own field. they have the opportunity to leverage others’ expertise in pursuit of team goals and use each other effectively.

modern technology enables the best committed minds to come together where ever roof they reside. teaming opportunity exists under different roofs all working towards a common goal. communication technologies like email , mobile phones are used instead of visual eye contact. when you can have your laptop and mobile hooked on even on an airplane –work goes where the employee goes. what cannot be conveyed by a nokia mobile N95 digital dvd movie sent by attachment on a email. it is now possible for on the spot member to be part of a virtual team. how many masters have a superintendent tell him by telex—you are the man on the spot—yet strangely he was not part of any vital decision making team—the man on the spot was just a feed back machine for a decision maker who was less competent and had NIL experience on that strain.

decentralized decision making enables us to focus jointly on work objectives, mutual problems and to develop innovative and effective solutions . cross organisational teamwork creates enormous savings starting from less central office space`and less travel time and costs.

most of the time the people sitting in the central office space is unaware of the detrimental effects of the things they do or decide on ( to make their own lives simpler ) the others doing the actual job in a far flung place and difficult environment.

we are lucky to be born in this era of change. since the wheel has been invented maximum changes have happened in our lifetime. this change has to be managed, information is the most powerful tool . this is where a catalysing multipoint feedback from a virtual team comes in handy. this “to the point information” is more powerful than all the voluminous and vague information on the internet superhighway (where time management takes a backseat). virtual teaming causing 360 degrees feedback ( aaha a new buzzword eh? ) creates an environment that allows change management to flourish.

when i was on sichem pace it was usual for me to comment /advise or even decide on problems of fairchem colt and north vessels—the idea is to gain quick access to my on the spot experience—the delay of re-inventing the wheel is thus avoided. it was usual for me to help a young master make a maiden entry into the amazon at night or even to comment on a delicate shipboard problems while i was on leave.

accelerated learning and knowledge sharing is the result when you have the maturity to have the team as the unit of performance. i my case i was tightly affiliated with the concerned superintendents—but this is not necessary. sharing databases does not need tight affiliations as long as the prior human trusting and open relation ships have been there. imagine the increased knowledge base when you have instant and ready access to experiences of others –especially in the chemical field.

in my piece on time management i spoke of the need to save time and money by decrease in travel—this is made possible by virtual teaming. communications and feedback are mostly in writing which makes documentation and retrieval easy as long as the email subject header is taken care of. persuasion is through written words than though mannerisms with adequate time for reflection. in a real meeting 80% of what is said is forgotten in 24 hours—things retained in external memory like yesterdays draft or yesterdays forepeak tank sounding.

traditional teams under one rood interact in meetings—unless this meeting is well conducted there are many pitfalls. office politics play a major role. i will be penning a short para on meetings and office politics in this piece.

in virtual teaming trust ,SYNERGY and sense of belonging is essential—the people under different roofs must be able to count on each other to share information quickly and completely. this trust is more important as virtual teaming eliminates tone of voice, eye contact and body language—the trust indicators.

virtual team members are highly interdependent—contrary to what the general feeling may be. yet paradoxically the team is diverse –made of individuals excelling in problem solving and innovation. unity is strength provided all are pulling in the same direction.

the team members must have a commitment never to allow the baby to get burnt. all must appreciate the experience and skills each member can bring to the team. a member is there for what he can contribute ( that leaves out cooks , right? ). members can brainstorm each other with cc and bcc by email to the relevant rest of the team. the copied to members can add to the feedback database. so it goes without saying that the virtual team members must be excellent communicators and must be given the communication mantras.

all the virtual team requires is a good strong respected leader who need not reside necessarily in the central office space . the leader must establish a process for storing and retrieving team members knowledge and work experiences. the leader must be aware of the difference in perspectives and work practises or even styles ( which are confused often with bad intent –remember bad boy vadakayil ?)—

the leader clarifies the role each individual will play in accomplishing virtual team tasks. the eye must be told to see and not to hear—a small definition of accountability. he must demonstrate an awareness of the challenges others face in their work. autonomy to execute work details is desirable. he encourages open discussions with key players before making a significant decision or policy shift. a frank question say “am i missing something you feel is important? “

the leader is a misfit if he has a problem in unlearning outdated ways—remember we are in the era of change management—dog eared ledgers are out—microchips are in. the leader encourages the virtual team to take initiative , be self starters and be future focused. he honestly seeks the input of the virtual team to build strategies and action plans.

the team is no dirty dozen rubbing shoulders with each other. team members must desist from making judgements bases on their own perceptions and history. often the least obvious perspective will bring the most valuable idea or probable solution. so this means each perspective must be encouraged.

so let us imagine the perspectives offered by a virtual team consisting of a kiss guy ( keep it short and simple ), philanthropist, a scientist, a risk taker, a strategist, a visionary, our own good old establishment, a fact finder and a random virtual team member.

why were the bridge wing doors shut?

kiss guy—to keep away moisture laden fog from entering the wheelhouse

philanthropist- for the greater good of the bridge team and bridge equipment blah blah

tunnel visioned scientist—the dew point using bridge 2007 xp was measured to be --blah blah

risk taker- a bold decision was made on the basis of—blah blah

strategist—the fact that the doors were open were threatening the sanctity of the wheelhouse, the open door was challenging the security and the well being of the equipment and the denizens. using the latest integration checklist it was determined that if humidity increases to blah blah

visionary—in mE vision for the next century i see the need for bridge wing doors to the closed using a computer controlled remote mechanism blah blah

our own establishment--- WE saw the need to shutteth the door and WE got it done . WE shall launcheth a full fledged inquiry to find the reason why the door was kept open in the first place

fact finder—i saw the doors being shut with my own eyes –why i don’t know yet

virtual team member on email — open the fog signal receptacle from inside the wheelhouse.

as you can see , the virtual team member has a trigger mindset. he does care for going through the motions like the others and thinks out of the box. one good idea often triggers another. he encourages each person to express positive and negative feelings. the focus is on creativity, innovation , conflict resolution , sharing/ seeking and harvesting information and to fine tune ideas for better decision making. he believes firmly that everybody must be self directed and flexible in order to work creatively together.

the virtual team leader realises that brainstorming is a process which must not have knee jerk reactions.

virtual teaming is not a tennis match where ideas are lobbed to and fro on email between a few dominant personalities sitting in shore office , ill equipped for the task with everybody else looks on helplessly. reflection time soothes the effect of upsetting voice mail or email if on line etiquette is not fully followed . the team leaders task is to release and harness the potential latent in the virtual team. He does not suppress conflict rather he channels it. He must not abdicate or take sides –rather he remains the impartial arbitrator. He has the maturity to invite team members of the relevant expertise to kickstart change—and wont feel threatened .

He wears his authority lightly and he reduces his role to a minimum.
Tao te ching spake 2000 years back—
The best conqueror does not take part in the war
The best employer of men keeps himself below them
This is the called the ability of using men—
--and women

so the culture must be more on listening to each other than advocating vehemently what they believe is right. however leader ship and respect for authority remain in place—the dynamic thing is the freedom in decision making for the team members depending on their own areas of expertise.

so here is an oath for the virtual team:

i recognise that i am in the midst of major change. i am willing to be vulnerable and change personal traits to manage this change. i agree to shift from the role model reinforced rigid mindset to a flexible future focused mindset. i recognise that the rules of the game has changed and that even as a leader of change i am on a learning curve. i commit myself to transparent and clear communications for 360 degrees feedback

some thoughts on pitfalls of real teaming meetings under the single roof

meetings without agenda can be an lame excuse to bring people together to sound them

a group can think only as well as its most proficient member on the topic –the tongue must taste and the ear must hear – not vice versa --right?

when meetings succeed it can be felt and when it fails it can be felt even better

a failed meeting can do a lot of harm

quite often solving a problem just needs the attention of just one single expert rather than the time and wasted energies of a whole onlooking gaping bunch

some team sub managers use a meeting to buffer them from frightening decisions— safety in numbers

meetings can degenerate to a matter of habit which nobody dares to challenge

a dictatorial topgun chair can repress discussion rather than control it

if the chair can hold the interest the comfort of the venue is not important

a meetings success is judged from the actions that it forced

Our much misunderstood ulysses software is basically an open , written and thus permanent ( not a passing fad ) employee suggestion system which cuts across departmental lines and rank levels. it allows “structured upwards and down wards communications” under one roof or different. virtual teaming to grass root levels is possible under the same roof or different roofs using this as one of the tools.

imagine a ulyssess program for upward and down ward communications being filled up by the manchester united soccer team after every match—the idea being to foster openness and transparency among team members ---with sensitivity and caring, of course.

from manager to goalkeeper/ stop looking at the girls and signing autographs when a match is going on.

from captain to center forward/ concentrate on not being offside when the corner kick is taken.

from coach to star striker / to confuse and shake off the guy tagging you cheek by jowl once every 15 minutes interchange positions with the midfielder briefly for 2 minutes.

etc etc

a culture now develops that people can listen to constructive feedback without getting defensive—and the team can watch who is falling into the same hole again and again and letting the whole adventure down. the culture of not retaliating for people telling the truth as they see it from their perspective now develops. people are introduced to the culture that they must be open to perceptions others have on their performance even if they do not agree. and there must be a follow up to those who provide the feedback. maturity lies in not getting defensive and punishing others for being honest with you.

it can be used to relay information or to provide status updates. action items can be clearly stated. the prose must be thoughtful and meaningful as it is permanent. ideas can be channelled to the appropriate expert for evaluation. this results of which can be can be communicated back in a timely manner. this basket software facilitates the team members to utilise their creative and analytical ideas ( and still retain the patent – i will talk of office politics as a DC later ).

ulysses realises that the most successful organisations , especially in the chemical field, are learning machines who keep harvesting ideas. it recognises that every sailor is capable of generating improvement ideas and that a formal system is required to manage ideas. the grassroot level is more familiar with daily problems and inefficiencies / frustrations of their jobs especially when the management is an unseen outdated non english speaking monarch who is only interested in filing dishonest reports not actual facts.

what was good 20 years back may be unacceptable in this modern age. ulysses works on the principle that every thing can be improved. some team members can bring the best practises from previous employers. a rewarding experience with one suggestion can lead to another one for the system will not allow personality problems to affect decisions. ulysses sets rest to fears that ideas may be ignored , ridiculed or stolen or even blocked by opponents. most humans when they hear an idea they know will gain them recognition will pass it off as their own.

ulysses realises that the race for quality has no finish line. it ensures that questions and concerns have to be analysed and responded to within a time frame. for quick response time is the most important element of a successful suggestion programme. when used well to benefit the company and its employees it is a morale booster.

of course this must have an off limits agenda and framework. it cannot be used as a collective bargaining tool ( likewhat happens at TESMA seminars ) or to wrangle more overtime –unless it is solution oriented, has a better / less tiring method , reduces paperwork or challenges old obsolete habits.

the software can be further developed to include a tracking module for date recd, date closed, adopted/ not adopted/ under consideration/ unfeasible due to budget constraints.

once ulysses takes off it will debunk the 80/20 rule—that 80% of the best suggestions come from 20% of the population. all my ex chief officers ajay/ amit/ sanjay/ pankaj/ jain / rahul/ prasad all will vouch that is comes to 90/95 for this—as i hold a oral ulysses exercise on the bridge every month. and remember any thing you do must be measured, lest you lose control.

ulysses can be used to convey critical performance gaps and to suggest the training to fill up the gaps and thus convert the weaker areas into strengths. it can be used to reverse negative trends to develop specific action plans for moulding individual behaviours that can improve team performance. best practises learnt from other companies can be communicated sideways or upwards.

multipoint feedback is an effective and ideal tool into motivating action and personal change.

and the sacred cows—it is time to use ulysses and kick them where it hurts. ---for the uninitiated –sacred cows of every organisation will not be subjected ( or will not submit themselves ) to any suggestion system .

surviving office politics –

brainstorming ideas for virtual team members who must NECESSARILY live under the central single roof at old toh tuck road: ( to be frank , I have seen the least office politics here than in any other company )

knowledge of human nature and even style is the corner stone of political education. recognise tactics used on you.

power does not come with position of authority. sometimes a slave could be more powerful than the great almighty Ceaser . having said that be aware that knowledge is power—be respected and valued at all levels .

be confident. every powerplay attacker enjoys seeing fear in the victim

if you cant change the policy either FO or follow it.

it is a valuable skill to know when to yield

the greatest survival tool is the art of win win negotiation

keep your emotions under a leash even when you are outraged, but don’t allow yourself to be the scapegoat for someone else’s mistakes.

show respect and appreciation to others, but first be honest with yourself

keep away from vicious smear campaigns

do not encourage lying and deception

you will be judged by your communication styles—if you are defensive all the time—you give yourself away.

be aware , stay focused and continue being the team player who will share man of the match awards.

to stay focused you need to know the larger picture. do not use the larger picture as a convenient exit route.

build solid relationships and socialise —even if it means that you have to allow moses on wheels to lead you by your nostrils for lunch. unni-san take note—there is zilch advantage in being a loner

in a shore office ( unlike a ship ) do not tell anyone anything that can be used against you—don’t let go too much even over a saturday night beer session with buddies who may be opportunists —don’t even pass on rumours or share negative career experiences. be a friend on matters that do not involve the office and an employee on issues that involve your career prospects. there is no need to prove your friendship at the expense of compromising your values.

the truth is without engaging in some sort of political activity or tying to develop followers , your career will stagnate. this is why old blunt seadogs who are not limelight oriented are misfits ashore.

do favours and help others out. even asking for help creates bonding ( what a paradox!).

know your power—unleash it only when necessary at the right time.. control impulses and rushes of blood.

gain the trust of those with influence, be genuine here.

there are insecurity driven turds in every office with the “crippler, undermining ,divide and conquer mindset” who enjoy telling you that you are worthless and unloved. it gives them temporary happiness and how. be proactive and not reactive with such miserable souls .

do not allow yourself to be emotionally blackmailed by con artists who misrepresent their authority. use your intelligence and gut feeling here.

when your big boss gives you meaningless jobs , withholds information or makes you travel the whole month --take the hint. recognise and seal your vulnerable areas. he might be reacting so due to outside pressures.

don’t upstage your boss or give him untactful advise in public

don’t hurt working relation ships—you may need to be a hypocrite here. maintain your sense of humour.

when negative politics are used by team members or negative energies are channelised for selfish needs, the resulting conflict can corrode the core of the team. team efforts are swamped by power struggles.

don’t cry wolf every time there is a common place power struggle.

play only by your own rules or the rules of the company. and don’t get too predictable lest you become a easy target ( aaha now every body knows why vadakayil keeps a cat as a pet ) . timing is everything .

and if you are too sensitive and get stressed in office, here is the vadakayil remedy , which hold good till the 3rd world war—based on the principle that HAPPINESS IS THE BEST STRESS BUSTER

be respected by all in office
have a busy schedule and do perfect time management
make sure you want what you get and not vice versa
surround your desk which trivia which makes you feel good—no!, you cant bring your pet along!!

do not expect things beyond your talent
happiness is a victory lap—so solve problems, talk big ( like you know who ), keep the colour in your cheek and the glint in your eye.
be yourself, and have good friends who accept you as you are.

laughing and crying are signs of relief valve lifting on the overstrung—JUST SMILE

and finally some wisdom---

keep your CDC and yourself , marketable and valuable.

champions and heroes who challenge themselves have the knowledge, talent, skill , attitude and determination to easily handle the lifetime ahead of them—it is a piece of cake.

i used to be in the CAPTAINS MONTHLY BREAKFAST PARTY ( cadet with maximum negative marks for OFFICER LIKE QUALITIES ) -- to be chewed up for breakfast every month .

i got an EXTRA FIRST in every subject --except OFFICER LIKE QUALITIES.

now what are OFFICER LIKE QUALITIES-

being a son of a bit#h, being a sneak, being a hypocrite, being a as$ kisser , being a leader who will sell out his team, being a back biter, being an informer , being the best in playing to the gallery.

so, so--

at the passing out parade --most of the cadets who got all PRIXES were leaders -- they all got BOOOOOEEEEED !

I remember i got only one prize--for being the best REPORTER IN ENGLISH -- the claps I got from the entire hall still resound in my ears -- along with another ROC ( royal officer cadet -who did NOT care to become a sold out leader ).

and mind you -- i was in every single team which made my TOP ( starboard fore top ) the champion TOP.

i was a champion sailor, rower, signaller, marks in subjects, soccer team in both years --

but i lacked OLQ ( officer like qualities ) of being a FU#KIN' SLIME BALL.

so in my passing our certificate , after two years of training -- i had an EXTRA FIRST in all subjects -- except OLQ where i was third grade

so i guess they held a special meeting and GRACED ME TO FIRST CLASS --a young 18 year old boy -- .TEE HEEE !

AT SEA, THE SAILORS DO NOT CARE FOR YOUR FOUR STRIPES- THEY ONLY CARE FOR WHO YOU ARE--

AT SEA PEOPLE WHO KNOW ME , OR HAVE HEARD OF ME -- OR SAILED WITH ME, WILL VOUCH--

CAPT AJIT VADAKAYIL WAS A SLAVE MORE POWERFUL THAN THE MIGHTY FU#KIN' CAESAR -- BY LIGHT YEARS .

this has now passed on to LORE -- never ti happen again in the annals of sea .

am i boasting ?

-- so be it !

humility is NOT about having a low opinion of yourselves to please the JEALOUS party.

see, this would have been part of my post-- GAMES CAPTAIN PLAYED--

you made me reveal it prematurely --with your TAMIL PRIDE ! TAKE IT EASY !

one of my russian chief engineers who lived near siberia , a place infested with HUGE bears had once woken up a bear while on hibernation in a cave ( as a child ) and he told be how furious the animal was. Before they go into months of hibernation they would kill a large animal ( bury the dead animal it in the ground ) and would NOT eat it unless it became putrid , reeking of rotten eggs..

WELL WHAT WOULD BE NO 300 RANK.

it is about PIN WORMS on as$hole.

Check out the comment dated 18th Dec 2013 , about surcharging the anus with oxygen 5 times a day to prevent pinworms disrupting your REM sleep. This is a 6000 year old Ayurvedic cure for pinworm which happens when you eat non-veg heavy meats and do NOT wash your as$hole after a crap.Punch into Google search-VEDIC PRACTISES IN MECCA VADAKAYIL

If I were a white JEW, I would have been an international celebrity. but then who cares?

I have reached a stage where ONLY I can evaluate myself--

one of my DUTCH bosses tried to patronise me nearly 2 decades ago -- he said he has given me a good confidential service report-

so i told him something in Hindi -- with its translation.

VADAKAYIL KHUD QUESTION PAPER SET KARTA HAI !

VADAKAYIL KUD EXAM LIKTHA HAI !!

VADAKAYIL KHUD NUMBER DETA HAI !!!

capt ajit vadakayil sets his own exam question paper, he writes the exam , and then he gives himself the marks .

THIS IS THE MEANING OF LIBERATION.

believe me -- that man hugged me ( NO patronising here ) and said -- he expected such an frank retort from me .

he said- every other captain would have said thank you .

he was told to enter into this dialogue by the single man owner of that shipping company . this was about my " CUT THE CRAP " EMAILS -- where i would point out that the EMPEROR IS NAKED .

99% of the people will NOT even understand the wisdom and gravity of the statement above.

October 18, 2014 at 5:10 AMRSS chief proclaims hinduism is world religion and indians need not claim to be the only owners. The non secular thought over the usage of term hindu is thus permanently washed.

Delete##########

Capt. Ajit VadakayilOctober 18, 2014 at 5:29 AMhi l,

before 7000 BC, the whole world was called bharatvarsha- ruled from India.

one of the reasons why capt ajit vadakayil is a living legend at sea, is because i offered myself as a SACRIFICIAL GOAT just to get my kicks and play games with my detractors

i would offer to change cargo grades which had never been tried before at sea.

for example-- i would offer to change grade from viscous lub oils to potable ethanol or methanol fibre grade in brazil/ argentina and that too without going out to sea for open tankcleaning after unloading luboil .

The History of the House of Rothschild (1743-2006) -http://www.anonews.co/rothschild-history/ "

WOW ! Subramanian swamy is going full swing on Rothschild these days ,another victory to this blog , now lot of mainstream folks will wake up

ReplyDeleteReplies#################

Capt. Ajit VadakayilDecember 16, 2016 at 7:14 PM

I AM A LIVING LEGEND AT SEA , BECAUSE MY SHIPS NEVER FAILED AN INSPECTION.

THIS IS VERY HARD ON CHEMICAL TANKERS WHERE YOU HAVE MORE THAN 30 TANKS AND EVERY TANK GOES THROUGH WALL WASH TESTS.

WHAT WAS THE REASON FOR MY UNIQUE SUCCESS?

I HAD THE CAPABILITY TO ADDRESS THE ROOT CAUSE.

MY BRAIN WENT WHERE NO HUMAN BRAIN HAS EVER BEEN BEFORE-- AND MOST OF THE TIME IT WAS NOT EVEN MY FIELD OF EXPERTISE.

BUT ALL AT SEA AND ASHORE KNEW , CAPTAIN WILL FIND THE ROOT CAUSE-- AND COME WITH 100% SOLUTIONS

WHEN SHIPS BROKE DOWN AT SEA , AND ENGINES COULD NOT BE RESTARTED --THEM BOSSES ASHORE WOULD SEND A DISTRESS MESSAGE ( OSTENSIBLE ) TO ALL SHIPS IN THE FLEET -- BUT SECRETLY THEY SEND IT ONLY TO MY SHIP. MY FANS ASHORE TOLD ME THIS.

THEY KNOW MY CHIEF ENGINEER DOES NOT HAVE THE BRAINS TO EVEN DARE TO REPLY ( SHOWS TOTAL LACK OF COMPETENCE ) BUT CAPT AJIT VADAKAYIL WOULD REPLY, WITHIN 5 MINUTES

PATHETIC MORONS LIKE AMARTYA SEN AND MANMOHAN SINGH ARE DECRYING CHANGES OF GOVT STRATEGY DURING 50 DAYS OF DEMONETIZATION

ONLY A CUNT WILL LOOK AHEAD WHEN THE ENEMY HAS MANEUVERED HIMSELF BEHIND HIM --OR IN HIS BLIND / SHADOW SECTOR

I WAS THE FIRST ON THE PLANET TO PROPOUND "DYNAMIC" RISK ASSESSMENT AT SEA

AT SEA, WHEN THERE WAS AN EMERGENCY, CHIEF ENGINEER WAS SUPPOSED TO BE IN THE ENGINE ROOM--LIKE A MUSHROOM

I OBJECTED--

I SAID-- CHIEF ENGINEER MAY BE THE SENIOR MOST ENGINEER-- BUT HE WILL NOT KNOW THE PIPELINES AND PROCEDURES -- WHICH THE JUNIOR MOST 5TH ENGINEER REGULAR WATCH KEEPER WITH HANDS ON EXPERIENCE WILL KNOW BETTER.

I INSISTED --

I WANT CHIEF ENGINEER AS MY ROVING SQUAD. -- TO WATCH FOR COMING SHADOWS -- FOR ME AS CAPTAIN ON THE BRIDGE TO CHANGE HIS STRATEGY

IT TOOK ME MORE THAN TEN YEARS TO CONVINCE THE MARITIME POWERS.

AS SOON AS I JOIN A SHIP- I TEAR DOWN COMPANY EMERGENCY STATION POSTERS AND PUT MY OWN THING WITH CHIEF ENGINEER AS ROVING SQUAD--

HE IS NOW THE EYES AND EARS OF THE CAPTAIN WHO CANT SEE ---THOUGH IN COMMAND .

COMPANY WILL RAVE AND RANT, QUOTING I AM NOT FOLLOWING THE SOP APPROVED BY ISM CODE/ SMS SYSTEMS -- I TELL THEM FUCK OFF

THE LEADER OF SQUADS FIGHTING THE FIRE WILL SAY "WE ARE THE BEST"-- APUN AWWAL !

THERE WAS A TIME WHEN MY SHIP WOULD HAVE SUNK-- AND ONE JUNIOR MOST ENGINE ROOM CLEANER ( WIPER ) GAVE A SUGGESTION FOR TIGHTENING LASHINGS ( LOG CARRIER ) DURING EMERGENCY BRAINSTORMING WHICH SAVED THE SHIP-

--OF COURSE I HAD NO TIME FOR REM SLEEP.

TO BE FRANK INDIA NEEDS TO SACK ALL PROFESSORS OF PREMIUM COLLEGES ( DEADWOOD / SPENT FORCES ) IF INDIA HAS TO BE NO 1 SUPERPOWER ON THE PLANET IN 16 YEARS

BUT HEY--MODI HAS PUT HIS POODLE CHITPAVAN JAVEDEKAR IN CHARGE

MODI WANTS EGO MASSAGE !

HIS PATHETIC TEAM INSTEAD OF DOING THEIR FUCKIN' JOBS , JUST SUCK UP FOR PERSONAL FAAYADA.

AT SEA I WAS THE ONLY CAPTAIN WHO KICKED MY BOSSES ON THEIR COLLECTIVE BALLS FROM HOUR ONE.

ONE OF THE REASONS WHY MY BOSSES ASHORE ( WHO HATED MY GUTS LIKE THE PLAGUE ) TOLERATED ME--WAS BECAUSE OF ONLY ONE THING

CAPT AJIT VADAKAYIL COULD BE SEND ON THE WORST SHIP IN THE FLEET-- HE WOULD LAY A SOLID FOUNDATION WHICH ENDURED FOR YEARS -- AND THESE BOSSES WOULD BE CAREFUL THAT THE RELAY BATON NEVER FELL DOWN IN BETWEEN ( MY CONDITION )

EVEN SIMPLE THINGS LIKE PIPELINE DIAGRAMS I WOULD DRAW IN MY OWN HAND ON THE WALLS ( BULKHEAD ) USING MULTICOLORED PERMANENT MARKER PENS WITH MY SIGNATURE AFFIXED UNDERNEATH

THESE DIAGRAMS ( SCHEMATIC ) STILL EXIST DECADES AFTER I DELIVERED A NEW SHIP

I NEVER SAW A PLAN MADE BY THE YARD-- I CRAWLED UNDER PIPELINES AND MADE MY OWN DIAGRAM.

THE DELIVERY CHIEF ENGINEER WOULD ASK ME --HOW I DID THE JOB SO FAST-- I WOULD REPLY --"I DONT CONFUSE ASSHOLE FROM ELBOW"

I ALWAYS MARVELED AT MY OWN ABILITY TO REDUCE A CONFUSING 3D PIPELINE MAZE INTO A SIMPLE 2D SCHEMATIC DIAGRAM--AND I NUMBERED VALVES SO THAT EVEN THE COOK COULD OPERATE IT IN AN EMERGENCY

I MADE MY OWN SIMPLIFIED OPERATION PROCEDURES --CUTTING THROUGH THE CRAP--THIS IS WHY SHORE BOSSES PREFERRED TO SEND ME FOR DELIVERY OF A NEW SHIP

EVEN SETTING UP POTS AND PANS -- SETTING UP STORES AND SPARES WITH NUMBERD SHELVES -- IT IS ALL PART OF THE INITIAL FOUNDATION

Simplifying very-complex 3D-technical-diagrams into concise-2D-diagrams so that even a simple cook can understand and operate in an emergency is beyond Wow !

No-wonder your elder son is such a high-level coder. Such "ability-to-simplify" is in his genes ! :DDelete############Capt. Ajit VadakayilOctober 8, 2017 at 11:10 AMIN AN EMERGENCY EVEN ENGINEERS CAME RUNNING TO CAPT VADAKAYIL

There was this time , my ship was coming out of a narrow tributary of mighty river Amazon. We were timed to cross a shallow bar at high water.

While we were crossing the bar , I got a frantic call from Chief Engineer—all temperatures of sea water cooled machinery ( main engines/ generators etc ) were rising rapidly –with the added information that we are on HIGH sea suction which is nearly 4 metres above the ship’s bottom LOW sea suction.

This meant that river mud had ingressed the seawater inlet pipes.

Chief Engineer arbitrarily informed that he wants to shut down the main engines and generators--lest the pistons get seized in the cylinders .

I firmly commanded him—“ You cannot stop any machinery till I order you to do it . Go to manual override . This is an emergency and I now control the ship’s response “

Immediately I told the Brazilian river pilot—I now have taken over your pilotage under Master’s authority.

I quickly consulted the chart and literally power waded the ship to a deep sliver of water. Meanwhile I had the anchors ready.

As soon as I dropped anchor, I raced to the engine room. The ENTIRE engineers were there white faced with all sorts of alarms beeping.

CONTINUED TO 2-

Capt. Ajit VadakayilOctober 8, 2017 at 11:11 AM

CONTINUED FROM 1--

I quickly got the ship’s fresh water tank hooked on to the generators using the “international shore coupling” and fire hose after knocking off a flange . The best part was that only I knew the pipelines—I traced it then and there .

The cooling water starved generators gasped back to life.

I got the LOW sea suction opened up and got clean river water into the cooling systems.

To cut a long story short we now had the mud cleared out and main engines and generators all running smooth.

When I went back to the bridge the pilot said that we cant do night navigation in the tributary as per rules.

I told him, we cant remain there for daylight as at the next turn of tide , the ships rudder would hit the river bank and then my brand new ship is history.

I told him—“I WILL TAKE THE SHIP OUT IN DARKNESS . I KNOW THE RIVER BENDS , THE DEEPS AND SILTED AREAS . I WILL COMMIT IN WRITING”

Capt. Ajit VadakayilOctober 8, 2017 at 11:22 AMAnyways , I got search lights out at the forecastle and we started our trip in absolute darkness with river bank trees almost brushing the ship at certain areas.

The entire river tribals had taken out fire torches are were whistling and clapping as we whooshed past at terrific speed beating the fall of tide depth.

Finally , as we exited the tributary and entered the mighty Amazon, the young pilot remarked that he was confident that I would do it. But if we had run aground , polluted and blocked the tributary, we both would have been in a Brazilian jail.

The rest of my stunned crew could only say “ CAPTAIN DELIVERED AGAINST ALL ODDS-- AS USUAL “.

The grapevine had spread the engine crew has spread the world of how captain TOOK OVER TECHNICAL OPERATIONAL COMMAND OF THE ENGINE ROOM and how every order was followed without demur ..

What I have said above is a tour de force.

It far exceeds the extreme sport efforts of the incidents in the movie , where the stake is only life or limb. The loaded ship cannot be stopped like a motor bike , ice skate or surfing board.

Since this happened on a El Nino year 1997 , I have got up thrice at night reliving this incident in a deep sweat.

No, it was NOT a nightmare, but “reliving “ the incident in a vivid dream where my body succumbed to faster heartbeats, hyperventilation and sweat.. while in REAL life I was cool .

Or was it a dream ?

-- the waving torches held by half naked tribals, the whistling , the clapping , the WHOOSH sound of river bank trees showing up at the last moment to bright searchlights on the bow on a moonless night

Total silence on the navigating bridge except my con orders and the repeating of orders by my helmsman and Chief Mate.

A LOT OF MY DISCOVERIES HAVE BEEN STOLEN AND PATENTED IN OTHER PEOPLEs NAMES

FOR EXAMPLE THE UNDERGROUND AMAZON RIVER SHOULD BE NAMED VADAKAYIL RIVER INSTEAD OF HAMZA RIVER

I DISCOVERED THE SUBTERRANEAN RIVER AFTER NAVIGATING MY SHIP 200 MILES OFF THE AMAZON RIVER MOUTH AND TAKING SAMPLES FROM FIRE WATER HYDRANTS --CHECKING DENSITY-- TASTED THE FRESH WATER WHICH UPWELLED MYSELF

MAGELLAN FOUND THE ARGENTINIAN RIVER --SAME WAY--BY DRAWING BUCKETS OF SEA WATER AT RI DE LA PLATE , AND TASTING IT IN 1520-- IT WAS A DARK NIGHT

HAMZA , A MUSLIM FROM KUNNAMAMGALAM SUBURB OF CALICUT DID NOT HAVE THE WHEREWITHAL WHICH VADAKAYIL HAD- 100%

HE DID NOT COMMAND A LARGE SHIP WHICH CAME OUT 200 MILES INTO THE ATLANTIC SEA

NOW I WILL JUST NARRATE TWO EXAMPLES TO AUTHENTICATE " BUNCH OF MINDLESS CUNTS MAN SHIPS "

GOD STRIKE ME AND MY FAMILY DEAD IF I TELL A LIE NOW

AAA -- FOR 30 YEARS IN COMMAND --I HAVE MUSTERED MY CHIEF MATE/ SECOND MATE/ THIRD MATE/ CADETS ON THE BRIDGE AND ASKED THEM TO TELL ME THE DIRECTION OF WIND/ SEA AND SWELL

100% HAS NOT BEEN ABLE TO TELL .

I AM TALKING ABOUT HUNDREDS OF NAVIGATING OFFICERS

YOU CANT PREVENT DAMAGE TO SHIP , IF YOU DONT KNOW THIS

FOR EXAMPLE " WHEN YOU ARE NEARBY A HURRICANE , WHEN YOU FACE THE WIND-- THE STORM EYE ( FROM WHERE SWELL COMES ) IS 90 DEGREES TO THE RIGHT IN THE NORTHERN HEMISPHERE WHEN THE HURRICANE IS CLOSE AND 135 DEG TO THE RIGHT WHEN THE STORM IS FAR AWAY.

YOU CANT EVEN CREATE LEE FOR THE PILOTS BOAT OR SHIELD YOUR SAILORS ON DECK FROM SHIPPING GREEN SEAS ( CHEMICAL TANKERS HAVE VERY LOW FREEBOARD ) IF YOU DONT KNOW WHERE SWELL IS COMING FROM

BBB-- IN MY FIRST MEETING I ASK MY OFFICERS AND CREW A QUESTION--I SHOW THEM THE VOICE MEGAPHONE ( A SIMPLE CONE )--WHAT IS THE USE OF THIS ON THE BRIDGE --IT IS A COMPULSORY ITEM ON THE WHEELHOUSE

100% TILL TODAY REPLIED--TO SHOUT AND GIVE ORDERS

I CORRECT-- SORRY, IT IS TO BE APPLIED TO EAR-NOT MOUTH-- TO FIND THE DIRECTION OF A SHIP IN FOG WHICH BLOWS FOG HORN -- OR A NARROW PORT ENTRY SHIP CHANNEL WHICH GIVE ( BELL/ GONG / WHISTLE ) SIGNALS FROM BUOYS ON EITHER SIDE

IMMEDIATELY ONE SAILOR IS BOUND TO SAY--SORRY THIS IS NOT POSSIBLE

IMMEDIATELY I BLINDFOLD THE SAME SAILOR ( THIS BLINDFOLD IS KEPT READY )-- I ASK THAT HE BE TURNED AROUND -

I GIVE A FOG SIGNAL USING MY MOUTH--- HOOOOOOOOOO-- AND ASK HIM TO IDENTIFY THE DITRECTION BY USING HIS FINGER

AFTER THREE SUCH EXERCISES WITH THREE DIFFERENT SAILORS--ALL ARE CONVINCED

AT SEA IF YOU DONT KNOW FOG SIGNALS--YOU FAIL IN EXAMS

http://www.aztecsailing.co.uk/newaztec/theory/ch4/Colreg4s3.html

I CAN GO ON -- GIVE YOU A HUNDRED EXAMPLES

THIS IS WHY I STOPPED MY NAIVE SAILOR SERIES --NOT SHOWING THE WORLD --WHAT A BUNCH OF STUPID CUNTS --WORK ON SHIPS-- OR CREATE INTERNATIONAL RULES FOR SAILORS

THE GENIUS WHITE MEN IN IMO DONT UNDERSTAND-- SO I HAVE TO EXPLAIN TO THEM LIKE HOW I WILL EXPLAIN TO A RETARDED CHILD-- CIRCUS TRAPEZE ETC

I HAVE PREDICTED SEVERAL MAJOR DISASTERS AT SEA-- AND INCLUDED IT IN THE SHIPS SAFETY COMMITTEE REPORT WELL IN ADVANCE.

ALL OF IT CAME TRUE

AS A CAPTAIN I COULD NOT GO TO ENGINE ROOM TO SABOTAGE , RIGHT?

LET ME REMEMBER THE LAST ONE ABOUT A BOILER

I RAISED THE ISSUE IN THE SHIPs SAFETY COMMITEE MEETING --AND THE STUPID SARDARJEE CHIEF ENGINEER STARTED FIGHTING WITH ME-- HE SAID MY FEARS ARE UNFOUNDED

BASICALLY HE WAS TRYING TO KEEP HIS OWN CHAIR SAFE— AND HE DID NOT EVEN UNDERSTAND BASICS .

#################

I JOINED THE SHIP AT PANAMA CANAL

THE WINCHES WERE STEAM--THE BOILERS WERE HUGE

WHILE ENTERING THE CANAL THE WINCHES WENT PHUTTT AS BOILERS TRIPPED

SOMEHOW I MANAGED BY GETTING ALL HANDS ON DECK TO PULL ROPES WITH SHEER MUSCLE POWER-- AND I ASKED THE PILOT NOT TO REPORT IT ( WHISKY ) AND CAUSE A DELAY

IN SUCH SCENARIOS IF CAPTAIN PUTS PRESSURE ON HIS ENGINE STAFF--THEY BYPASS USUAL SAFETY PROCEDURES, TO SAVE THEIR OWN JOBS

THE SHIP HAD COME OUT OF DRYDOCK ONLY A MONTH AGO, AND DURING BRIEFING AT THE US OFFICE , I FOUND THAT THE ATMOSPHERIC CONDENSER TUBES -- 900 OF THEM WERE RENEWED.

THE BOILER WAS TRIPPING AS WATER MUST ENTER THE BOILER -- NOT STEAM

WHEN YOU HAVE STEAM WINCHES THE " NARROW" INLET TUBES ON DECK OF A 900 FOOT LONG SHIP TAKES THE STEAM TO THE WINCHES --IT EXPANDS AFTER THE WORK IS DONE AND THE DEPLETED STEAM COMES BACK VIA A " WIDE " RETURN PIPE.

IT S THEN CONDENSED TO WATER AND SEND BACK TO BOILER --AS A CLOSED LOOP SYSTEM

HOWEVER IF THE STEAM IS USED TO HEAT CARGO INSIDE TANKS -- THE ENGINEERING IS REVERSE—

HERE THE INLET STEAM TUBES ARE "WIDE" AND THE RETURN WATER TUBES ARE "NARROW" AFTER EXCHANGING HEAT-- WATER IS INSIDE THE RETURN TUBES GO BACK TO THE BOILER HOTWELL AND THEN INTO THE BOILER --AS A CLOSED LOOP SYSTEM

I HAVE NEVER SEEN ANY CUNT ENGINEER AT SEA UNDERSTANDING THIS SIMPLE CONCEPT

EVERY SHIP I GO, I TELL THE SHORE OFFICE TO CHANGE THE INSTRUCTIONS IN THE TECHNICAL MANUALS .

I FOUND THE SARDARJEE CHIEF ENGINEER ( WE HAD SAILED BEFORE WHEN I WAS SECOND MATE ON A 3 LAKH TONNER CRUDE CARRIER VLCC-- HE WAS TRAINEE FIFTH ENGINEER ) AND HIS ENGINEERING TEAM TO BE STUPID-NAY –CUNTS .

YOU KNOW HOW A CHAMPION RACE HORSE FEELS WHILE IN THE SOLE COMPANY OF DONKEYS -- AND HE IS FORCED TO BRAAAAY --JUST TO BLEND IN AND BE PART OF THE FUCKIN’ TEAM

LATER THE SAME BOILER FURNACE HAD A EXPLOSION ( THE WEAK AREA OF THE FURNACE GAVE WAY ) AND SAVED THE SHIP-- I KNEW THE SPOT ..

WHEN THE FURNACE EXPLODED I ASKED THE CHIEF ENGINEER TO CHECK THE DELIBERATE WEAK CRUMPLE ZONE SPOT AND HE CONFIRMED IT— LEST THE EXPLOSION BECOMES A BOMB . HERE A BOMB IS CONVERTED TO A WEAK POOFFFF

I HAD PREDICTED THIS A WEEK IN ADVANCE AND SEND SEVERAL MESSAGES TO THE SHORE BOSSES.

THIS WAS ABOUT THE WATER WALL PROTECTING THE REFRACTORY. IF THERE IS NO WATERWALL THE REFRACTORY OF THE FURNACE BECOME WHITE HOT --AND BECOMES A PERMANENT HEAT LEG OF THE FIRE TRAINGLE

IN BOILER FURNACE-- AS SOON AS THE BOILER TRIPS HUGE FD FANS INJECT FRESH AIR BY ACC ( AUTOMATIC COMBUSTION CONTROL )

SO SO SO

HEAT IS THERE . FRESH OXYGEN IS INJECTED AND FUEL REMAINS IN A PUDDLE ( FURNACE OIL ) AT THE BOTTOMF THE FURNACE AS THE INJECTION NOZZLE AND SWIRLER IS NO GOOD WITH IMPROPERLY MAINTAINED OIL TEMPERATURES FOR FUEL INJECTION VISCOSITY

WHEN ARNAB GOSWAMI OF NEW TV CHANNEL REPUBLIC JUMPS UP AND DOWN ( LIKE A DEMENTED COCAINE SNORTING ORANGUTAN ) , HOLLERING THAT MENSTRUATING WOMEN MUST BE ALLOWED TO ENTER SABARIMALA ILGRIMAGE— YOU MUST KNOW WHOSE ORIGINAL KOSHER VOICE HE RELAYS .

HAVE YOU SEEN HOW THE ENTIRE INDIAN BENAMI MAIN STREAM MEDIA SUPPORTS HILLARY CLINTON OVER DONALD TRUMP? OR HOW THEY ALL SUPPORT “PADMAVATHY “ ?

EVER SEEN A HAMSTER RUNNING UP AND WHEEL WHICH GOES ROUND AND ROUND . THERE ARE MANY SUCH HUMAN HAMSTERS OCCUPYING CHAIRS OF OFFICE MANAGERS

The activity trap is the risk of becoming so busy with an activity as to forget what it is supposed to achieve. You lose sight of your goalpost. You climb up a ladder only to find out it is leaning against the wrong wall. It is the risk of becoming so busy with activity so as to forget and miss the aim of that activity

The activity trap is the “tyranny of the mundane.” It includes the trivial issues, red tape, requests, and routine meaningless activities that eat up time and resources.

The activity trap is the mistake of believing that endless activity is synonomous with results. Nothing could be further from the truth!

Think for a moment about people you know. Some of them seem to be always busy but the results from their work are, well, meager. Others, may or may not seem busy but the results of their work are significant.

ACTIVITY TRAPS are prized tools of incompetent managers – to foster their own job security. They shift goalposts to suit their agenda . 95% of the managers belong to this group. They do only things which gets measures and leave a good trail for personal faayada.

This CUNT will attack the symptom and not tackle the problem. His derailed mind mistakes his own meaningless activity for achievement.

They are endlessly involved in selfish personal brand building

They can fool outsiders who see the activity but insiders have a hard time figuring out what they really produce.

WHEN YOU ENTER ANY OFFICE YOU CAN SEE PEOPLE IN THE HALL PEERING INTO COMPUTERS-HOW MANY OF THEM ARE DOING REAL WORK

You have to manage your activities and not let them manage you. You need to be alert and vigilant as you take control of your own personal activity trap. Activity traps are ways of working that do not enable us to get the best from ourselves.

When you are unable to prioritize your workload in a logical way, so that important tasks are completed you fall into activity traps. If you plan does not work, change the plan not your goal.

People who get caught in the CHAKRAVYUH of activity traps get BURNT OUT. These people do NOT know the meaning of an exhilarating VICTORY LAP .

IT IS IMPORTANT TO KNOW IF YOUR ARE COMING OR GOING WHITHOUT OPENING YOUR TIFFIN BOX

I make a critical statement here – IF CAPT AJIT VADAKAYIL HAD COMMANDED THE KARGIL WAR , I WOULD HAVE TAKEN ONLY 1% OF THE CASUALITY WE TOOK. I DON’T CARE FOR “YEH DIL MAANGE MORE” WHILE ATTACKING SOME ROCK HILLOCK.

I ONCE DEMANDED A SYSTEM CHANGE IN MY SHORE OFFICE. I SAID— DECLARE WEDNESDAYS FREE OF EMAILS –LET CRITICAL MESSAGES COME FROM SHIP BY FAX .

I RIDICULED , WE HAVE DEMENTED MONKEYS IN THE OFFICE WHO SIT BETWEEN A TELEX MACHINE AND A FAX MACHINE ( OF OLDEN TIMES ) , LOOKING ENDLESSLY FROM GANGA BAJOO TO JAMUNA BAJOOO PRETENDING TO BE WORKING HARD.

I ASKED- CAN YOU LOAD AND UNLOAD CARGO THIS WAY? CAN YOU TAKE A SHIP FROM PORT A TO PORT B THIS WAY ?

THIS SERVED THE PURPOSE OF KICKING THE BEE HIVE—THE ANGRY BEES DARED NOT STING CAPT VADAKAYIL

CAPTAIN WHY WERE YOU SO POWERFUL AT SEA .. THAT YOUR SHORE BOSSES SHAT IN THEIR PANTS WHEN THEY DEAL WITH YOU--CONSISTENTLY

WANNA KNOW THIS DEADLY SECRET?

THIS WILL BE LIKE GIVING A MATCHSTICK TO A MONKEY

WELL IN 1978 THE BIGGEST SHIP OF SCI , A VLCC CAPABLE OF TRANSPORTING NEARLY 3 LAKH TONNES OF CRUDE OIL WAS DRY DOCKING AT LISBON

A SHORE CAPTAIN SUPERINTENDENT WOULD BE ON BOARD FOR ABOUT ONE MONTH.. A PUNJABI GUY ( A CRYPTO JEW WITH PALE EYES )

HE WAS A TERROR -- HE WOULD ABUSE SHIPs OFFICERS AND BELITTLE THEM. HE WAS CONSIDERED TO BE EFFICIENT , GOOD IN HIS JOB AND PROFICIENT IN ENGINEERING MATTERS TOO.

THE SHIP WAS HIGHLY AUTOMATED AND SOPHISTICATED

I WAS A TWO STRIPER.

AS SOON AS HE CAME ON BOARD HE PILED ON AND STARTED CHEWING THE BALLS OF CAPTAIN, CHIEF OFFICER AND CHIEF ENGINEER

I HAS STARTED PREPARING FOR THIS BOSSMAN THREE WEEKS IN ADVANCE ..

AS IT IS I WAS AN EXPERT IN ENGINEERING--- PNEUMATICS, HYDRAULICS , INSTRUMENTATION ETC ( AS A HOBBY --I BOUGHT GOOD TECHNICAL BOOKS FROM TARAPOREWALLAH ON FLORA FOUNTAIN ROAD , MUMBAI

THEN I READ UP SHIPS MANUALS ON EVERY MACHINERY--HIGHLY COMPLICATED , WHICH COULD NOT BE UNDERSTOOD UNLESS YOU HAD A FOUNDATION -- I HAD IT

SO IN FRONT OF CAPTAIN, CHIEF ENGINEER AND CREW , I ASKED THIS PNJAAABI PUTTAR , DOUBTS .

THE SECRET WAS --I WAS "THE" EXPERT ON THE DOUBTS I ASKED HIM --ASKING DOUBTS WAS A CHARADE

THE MOMENT OUR PNJAAAB PUTTAR STARTED GIVING BULL- ( BECAUSE HE THOUGHT, I WAS AN IGNORANT IDIOT) I WOULD CATCH HIM WITH HIS PANTS DOWN- AND THIS CRAMPED HIS STYLE OF BEING THE SOLE GYAANI WHERE EVER HE WENT

SO ONCE MYSELF AND CHIEF OFFICER WENT ASHORE AT LISBON--WE WERE DANCING AT A DISCO--IN BETWEEN THE DANCE HE ASKED ME " YAAR AJIT, HOW COME OUR PNJAABI PUTTAR BOSS LEAVES YOU ALONE --WHILE HE CHEW MY BALLS EVERY DAY"

I GAVE HIM THE SECRET . AND WE BOTH HAD A GOOD LAUGH

THIS WAS MY SECRET AT SEA.

I HAD THE TECHNICAL KNOWLEDGE TO STRIP ANY BOSS OF MINE NAKED -- BILKUL NANGA !

THEY KNEW IT

THEY KNEW IF THEY PISS OFF CAPT VADAKAYIL, HE WOULD TAKE OUT TECHICAL CIRCULARS WRITTEN BY HIM--ONE BY ONE--EVERY DAY --AND DISGRACE HIM BY POINTING OUT GLARING HOLES ( NOT LOOPHOLES ) IN BASIC KNOWLEDGE

THEIR CAREER AND HONOUR WERE AT STAKE..

NOBODY DARED TO TANGLE WITH VADAKAYIL-- MARNE KA HAI KYA ?

WHAT DOES IT TAKE TO GET SUCH KNOWLEDGE ?

SIMPLE--JUST UNDERSTAND WHAT YOU DO .. DO NOT DO ANYTHING WITHOUT UNDERSTANDING WHAT IT TAKES.

ALL KNEW THIS-- THEY KNEW THAT CAPT VADAKAYIL HAD HIS OWN METHODS OF UNDERSTANDING EVERY SUBJECT- CUTIING THROUGH BULL.

AFTER THAT INCIDENT WHERE I DECLARED " I FIND OUT ENGINE LOAD EVERY SINGLE SECOND USING GPS -- UNLIKE YOU JAP CUNTS WHO FIND IT ONCE IN 24 HOURS USING RIDICULOUS MATH CALCULATIONS AND MINDLESS ENGINE OVERLOAD ENVELOP GRAPHS .

I TOLD THEM , " IF I WERE IN YOUR PLACE I WOULD DO HARAKIRI --SUCH IS THE DISGRACE "

Some one called me and said --on Quora there is a question--IS CAPT AJIT VADAKAYIL LEADING A SILENT WORLD REVOLUTION ..

He wanted me to write a post on HOW TO LEAD A SILENT WORLD REVOLUTION..

TEE HEEEEEEEEE

OK--

What is write below is for the cream of the cerebral barrel.. The LCD ( lowest common denominator shall lay off )

I shine light from GANGA BAJOOO and then from JAMUNA BAJOOO on various entities like Vivekananda , Ramana, Blockcain etc .. I allow my readers to decide which light show the true perspective

The 8th avatr of Vishnu Krishna -- gave several hours of pep talk to Arjuna ( Bhagawad Gita )-- and then in exasperation took on his Viraat roop-- to breach the mental dam of Arjuna as a last resort --and succeeded

This is like a mother telling her small son for hours -- "Do your homework "--and then showing him the stick as a last resort

KRISHNA DID LEFT BRAIN LOBE MANAGEMENT

I have written several posts on LEFT BRAIN LOBE management --but I have admitted in my 3 decades of command I used only HUMOR MANAGEMENT --which is RIGHT BRAIN LOBE management.

Words like CUNT, PRICK, BALLS, FART , SHIT was all vocabulary used in this RIGHT BRAIN LOBE management

Everybody cant do this --probably I am the only person on the planet who did it and succeeded

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About Me

Been in command of chemical tankers (mainly) for more than 6640 days -- spread over 30 years ( a world record! ) . My Chemical posts are free for ALL sailors on this planet . Any profit making person or institution publishing extracts, must clearly write " reproduced from ajitvadakayil.blogspot.com " , - it pays to remember, that the chemical contents are patented . This blogsite will transform your mind . You yourself, are the teacher, the pupil, the messiah, the seeker, the traveller and the destination . It is no measure of health to be well adjusted to this profoundly sick society . I am from INDIA, the mother of all civilizations . I will be re-writing world history , and this will surely not gratify the evil hijackers of human history . Awaken your inner voice . Experience the joy of your own being . Your own conscience is the best interpreter . In a time of universal deceit, telling the truth is a revolutionary act . The naked truth can never be hate speech or defamation. This blogsite does not sacrifice truth on the altar of political correctness . Capt Ajit Vadakayil leads the only silent revolution on this planet .. STRENGTH AND HONOR - ALWAYS !.